Foresight First LLC
Jeff De Cagna is executive advisor for Foresight First LLC, and respected contrarian thinker on the future of associating and associations.
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Associations Boards of Directors Governing Foresight Strategy Future of Associating Thinking and Acting Beyond Orthodoxy Non-Profit Organizations Innovation Business Models
Jeff De Cagna FRSA FASAE is executive advisor for Foresight First LLC, located in Reston, Virginia, and a respected contrarian thinker on the future of associating and associations.
Jeff is an author, speaker and advisor for associations and non-profit organizations across North America and around the world. He is a Fellow of the Royal Society of Arts (UK) and a Fellow of ASAE: The Center for Association Leadership. Jeff served on the ASAE Board of Directors from 2007-2010, serves as immediate past chair of ASAE’s Key Consultants Committee and as a member of the ASAE 2020 Centennial Task Force. He also served on the RedRover Board of Directors from 2011-2013, including terms as both board chair and vice chair during that time. Jeff recently was elected to serve on the Hugh O’Brian Youth (HOBY) Virginia Board of Directors.
A graduate of the Johns Hopkins and Harvard universities, Jeff has pursued executive education at the MIT Sloan School of Management, Oxford University and Harvard Business School. He holds the BoardSource Leadership Certificate for Nonprofit Board Chairs, and has completed Foresight Practitioner training at the Institute for the Future.
The Johns Hopkins University
Harvard Graduate School of Education
Concentration in Learning and Teaching
MIT Sloan School of Management
Executive Certificate in Strategy and Innovation (executive education)
Oxford University Said School of Business
Oxford Scenarios Programme (executive education)
Harvard Business School
Governing for Non-Profit Excellence (executive education)
Leadership Certificate for Non-Profit Board Chairs
Institute for the Future
Foresight Practitioner Training
Specialization, Design Thinking and Innovation
University of Virginia Darden School of Business
July 2016 - present
What do you do when it is clear that your aging CEO is not physically/mentally able to handle the job (frail, poor memory, can't understand basic association concepts) but doesn't have any plans in the foreseeable future to resign?
I realize you can't go to the Board. If you approach him about shortcomings he is defensive and argumentative. The Board is not going to terminate (he is one of them). Is the only course of action for staff to leave?
Thanks for participating in this AMA session. Earlier this year I was involved in an email exchange with a long-standing association Executive Director that was considering an association branded ECN but decided to punt the decision to a later time. She cited the current economic climate and indicated: "We are simply not in a position to expand offerings that add cost. Associations continue to fight for their lives."
We have subsequently entered into royalty agreements with associations so that they don't incur any out-of-pocket expenses to launch an ECN under their banner and that seems to be going well. However, I was curious about the statement that "Associations continue to fight for their lives." Is that the general sentiment of EDs in the association industry? With so many innovative offerings and third party providers available to partner with associations, it seems that it could also be the best of times. Thanks for your thoughts.